如何擬定可以產生績效的銷售員獎勵計劃？

銷售員獎勵辦法是公司用以激勵銷售員產生銷售業績的胡蘿蔔。

但是，並非每個公司的銷售員獎勵作法是一樣的。一個好的銷售獎勵計劃可以同時滿足公司和銷售員的需要。銷售獎勵計劃幫助公司激勵銷售員創造出銷售收入，讓公司達到營業目標。它也讓銷售員有指導綱要，知道必須如何做銷售可以為自己產生收入報酬。

好的獎勵辦法具有以下基本特色：

獎勵計劃的步驟：

1. 銷售獎勵計劃配合公司的一項或多項目標。例如，公司的目標是增加公司的市場佔有率，那麼銷售獎勵計劃應該多獎勵可以將客戶從競爭對手挖過來的銷售員。當公司目標改變的時候，獎勵計劃就要配合做改變。

2. 要將獎勵計劃清楚地向銷售員說明，並做成文件。如果有銷售員不明白規矩，他就不能成功。這對他和公司都不好。如果有銷售員對獎勵計劃有疑慮，他的銷售經理應該對他的疑慮嚴肅對待。銷售員每日直接面對客戶，他對銷售潛力與困難會比公司主管更了解。

3. 獎勵計劃要定期更新。市場形勢永遠在變化，所以去年可以順利執行的獎勵計劃，也許不適合今年的市場形勢。當然，沒有人知道未來會如何，所以，即使是最好的計劃也要配合最新市場形勢做出調整。例如，如果依照原來的計劃，銷售員要銷售的產品是一件10萬元，就可以收到銷售佣金。但是，忽然間由於安全問題而被召回，在這樣的情況下，銷售員顯然不能達到原先設定的銷售目標。

4. 銷售經理應該運用獎勵計劃作為領導工具，但是不能取代日常的領導管理。獎勵計劃是促使銷售員達成銷售目標的好辦法，但是在銷售員處於掙扎困難時，銷售經理還是必須提供銷售訓練。對於任何程度的銷售員，施予銷售訓練還是重要的。

5. 獎勵不應該太簡單，也不能太困難獲得。每一位銷售員應該可以在做出一些努力后，就可以達成目標。銷售經理要看實際情況來調整下一年的獎勵計劃。 在極端情況下，例如，銷售員在第一季就達到了全年的目標，就必須立刻採取行動，做出調整。

6. 銷售獎勵計劃應該滿足銷售員的期待。市場上有了一些變化，或公司目標做了改變，都會對獎勵計劃的結構，有巨大的影響。在這樣的情況下，銷售經理應該仔細說明，包含為何要做出調整。

當然，一個好的獎勵計劃是要在銷售目標可以支持下的。一般的通則是，對銷售目標結構描述得與詳細，銷售員愈能夠投入在公司期待的方向上。

How to draw up a salesman reward plan that can produce performance?

The salesman incentive is the carrot used by the company to motivate salesmen to produce sales results.

However, not every company's salesman reward is the same. A good sales incentive plan can meet the needs of both the company and the salesman. The sales incentive program helps companies motivate salespeople to generate sales revenue and achieve business goals. It also gives salesmen guidelines on how sales must be done to generate revenue for themselves.

Good incentives have the following basic characteristics:

The steps of the incentive scheme are as follows:

1. The sales incentive scheme matches one or more of the company's objectives. For example, the company's goal is to increase its market share, so the sales incentive plan should give more incentives to salesmen who can dig customers from competitors. When the company's goals change, reward plans need to be coordinated to make changes.

2. Explain the reward plan clearly to the salesman and document it. If a salesman doesn't understand the rules, he can't succeed. It's bad for him and the company. If a salesman has doubts about the reward plan, his sales manager should take his doubts seriously. The salesman faces the customer directly every day. He knows the sales potential and difficulties better than the company's supervisor.

3. The reward plan should be updated regularly. The market situation is always changing, so the incentive plan that could be implemented smoothly last year may not be suitable for this year's market situation. Of course, no one knows what the future holds, so even the best plans need to be adjusted to the latest market situation.For example, if according to the original plan, a salesman would sell a product of 100,000 yuan, he would receive a sales commission. However, suddenly recalled due to safety problems, in such circumstances, the salesman obviously can not achieve the original sales target.

4. Sales managers should use incentive programs as leadership tools, but not as a substitute for day-to-day management. Reward programs are a good way to motivate salesmen to achieve sales goals, but when salesmen are struggling, sales managers still have to provide sales training. Sales training is also important for salesmen of any degree.

5. Rewards should not be too simple or too difficult to obtain. Every salesman should be able to achieve his goal after making some efforts. Sales managers need to adjust their incentive plans for the next year depending on the actual situation. In extreme cases, for example, when salespeople reach their annual goals in the first quarter, they must take immediate action to make adjustments.

6. The sales incentive plan should meet the salesman's expectations. Some changes in the market, or changes in company goals, will have a huge impact on the structure of incentive schemes.In such cases, the sales manager should carefully explain why adjustments should be made.

Of course, a good incentive plan should be supported by sales objectives. The general rule is that the more detailed the structure of sales objectives is described, the more salesmen can devote themselves to the direction the company expects.